Update on Systemwide Strategic Planning: Phase 3
Update on SystemwideStrategic Planning:
Phase 3
DRAFT
Systemwide Strategic Plan
Oct2019
Mar2020
May2020
Jun2020
Jun2017
Sept2018
SystemwideStrategicFrameworkAdoptedbythe
Boardof Regents,markingtheendofthefirstphaseof
strategic planning
Phase1:2016-17
LedbyViceProvostRebeccaRopersandthen-ChancellorStephen Lehmkuhle
BoardofRegentsdiscussedSystemwideStrategicPrioritiesfor 2018-19
Phase2:2017-18
TheBoardofRegents
identifiedfiveareasofSystemwideStrategic Plan:Teaching& LearningResearch& DiscoveryOutreach&Public ServiceMedicine& HealthSupportingthe Mission
Phase3:Fall 2019-Spring 2020
Consultationwithseniorleaders,faculty,staff,andstudentgovernancebodies,andkeystakeholders
PresidentprovidestheBoardofRegentsatimelineforSystemwideStrategicPlanning
BoardofRegents
Review
BoardofRegentsAction
PresidentpresentsstrategiccommitmentstoBoardofRegentsinDecember
Morriscampusconsultation:Sept23-24
PresidentprovidesupdatetotheBoardofRegents,includingongoingconsultationsandfeedback
Campusconsultations:Oct1-2: DuluthOct24:Rochester
PresidentpresentsstrategicgoalstotheBoardofRegentsinFebruary
Phase3consultationsbeginwithseniorleaders,chancellorsfaculty,staffandstudentleadership
PresidentprovidestheBoardofRegentsupdatesinMarch
Dec2019
July-Aug2019
Sept2019
Crookstoncampusconsultation:Nov6-7
Nov2019
Feb2020
Transitiontoalternativelearning;Governor’s“StayatHome”declaration;Universityemergencydeclaration
DRAFTMeeting all
students where they are and
maximizing their skills, potential,
and well-being in a rapidly changing
world.
Channeling curiosity, investing
in discovery to cultivate
possibility, and innovating
solutions while elevating
Minnesota and society as a whole.
Inspired by Minnesota to
improve people and places at
world-class levels.
Fostering a welcoming
community that values belonging, equity, diversity,
and dignity in people and ideas.
Stewarding resources to
promote access, efficiency, trust,
and collaboration with the state,
students, faculty, staff, and partners.
Student Success
Discovery, Innovation,& Impact
MNtersectionsCommunity & Belonging
Fiscal Stewardship
Our Commitments
DRAFT• Specific & measurable
• Clear w/distinct goals and action items
• A guidepost for what kind of institution we want to be
• Adaptable to changing circumstances
• Detailed playbook that provides an answer to every potential decision
IS/WILL BE ISN’T
PACT 2025
DRAFT
Commitment 1: Student Success
1) Attract, educate, and graduate students who represent the diversity, talent, workforce, and citizenship needs of the future.
2) Enhance student experience, wellness, and success.
3) Increase innovative and high-quality educational offerings across modes of delivery to reach students where they are.
GOALS
DRAFTAttract, educate, and graduate students who represent the diversity, talent, workforce, and citizenship needs of the future.
• Establish comprehensive systemwide strategic enrollment management strategy.
• Improve retention and graduation rates while closing gaps.
• Expand scholarship opportunities.
Commitment 1: Student Success
ACTIONGOAL 1
DRAFTEnhance student experience, wellness, and success.
• Establish systemwide mental health initiative.
• Strengthen career readiness and placement for all students.
• Implement a holistic approach to student wellness.
Commitment 1: Student Success
ACTIONGOAL 2
DRAFTIncrease innovative and high-quality educational offerings across modes of delivery to reach students where they are.
• Develop innovative, coordinated, and scaled systemwide distributed learning models that increase access and meet workforce needs.
• Establish greater academic calendar flexibility to increase student engagement and year-round access.
• Enhance the quality and support for educational offerings.
Commitment 1: Student Success
ACTIONGOAL 3
DRAFT
Commitment 2: Discovery, Innovation & Impact
1) Increase high-impact discovery and scholarship.
2) Drive creativity, collaboration, and entrepreneurial spirit.
3) Engage and impact Minnesota at world-class levels.
GOALS
DRAFTIncrease high-impact discovery and scholarship.
• Prioritize research opportunities for all students.
• Increase year over year funding growth for research and industry-sponsored awards.
• Advance career outcomes for graduate students and post-docs.
ACTIONGOAL 1
Commitment 2: Discovery, Innovation & Impact
DRAFTCultivate creativity, collaboration, and entrepreneurial spirit.
• Enhance opportunities for new businesses and start-ups, corporate partnerships, and technology commercialization.
• Increase multidisciplinary opportunities in research and curriculum.
• Advance the arts and humanities through strategic collaborations.
ACTIONGOAL 2
Commitment 2: Discovery, Innovation & Impact
DRAFTEngage and impact Minnesota at world-class levels.
• Elevate national and international profile and standing while addressing societal needs.
• Enhance Carnegie Community Engagement designation across system, and measure and expand outreach and engagement.
• Increase MnDRIVE partnership funding.
ACTIONGOAL 3
Commitment 2: Discovery, Innovation & Impact
DRAFT
Commitment 3: MNtersections
1) Drive innovation for next-generation health.
2) Build a fully sustainable future.
3) Advance natural resources and agro-food systems to elevate human security and potential.
GOALS
DRAFTDrive innovation for next-generation health.
• Increase collaborations to serve as a model in health education, clinical training, and new models of care.
• Deepen impact in core areas of strength.
• Serve as a destination practice for leading delivery models.
ACTIONGOAL 1
Commitment 3: MNtersections
DRAFTBuild a fully sustainable future. • Demonstrate state and worldwide
leadership in sustainability and environmental teaching, research, and convening power.
• Establish system leadership and governance coordination for sustainability initiatives.
• Develop next-generation systemwide Climate Action Plan for 2030.
ACTIONGOAL 2
Commitment 3: MNtersections
DRAFTAdvance natural resources and agro-food systems to elevate human security and potential.
• Develop and deploy new techniques and partnerships for smart farming and sustainable food supplies, and natural resources.
• Expand, develop and retain agricultural and food system talent in rural communities and agribusiness.
• Enhance Extension’s impact and reach.
ACTIONGOAL 3
Commitment 3: MNtersections
DRAFT1) Recruit and retain diverse talent.
2) Cultivate a welcoming and inclusive campus climate.
3) Advance understanding and nurture enduring partnerships.
GOALS
Commitment 4: Community & Belonging
DRAFTRecruit and retain diverse talent.
• Recruit diverse students, faculty, and staff.
• Retain diverse students, faculty, and staff.
• Reduce disparities among underrepresented groups.
ACTIONGOAL 1
Commitment 4: Community & Belonging
DRAFTCultivate a welcoming and inclusive campus climate.
• Measure and address annual climate survey data.
• Increase job satisfaction.
• Develop education and training to increase intercultural competency and interactional diversity.
ACTIONGOAL 2
Commitment 4: Community & Belonging
DRAFTAdvance understanding and nurture enduring partnerships.
• Advance deeper understanding of institutional history.
• Strengthen collaborative relations with Tribal Nations.
• Drive mutually beneficial relationships with underserved local communities, as well as with strategic partners to enhance society and access to higher education.
ACTIONGOAL 3
Commitment 4: Community & Belonging
DRAFT1) Reduce financial barriers to student achievement.
2) Align revenue with forward-thinking mission fulfillment.
3) Build comprehensive long-range capital facilities and land-holding strategies to drive strategic growth.
4) Re-envision risk management and safety.
GOALS
Commitment 5: Fiscal Stewardship
DRAFTReduce financial barriers to student achievement.
• Reduce student debt.
• Increase on-campus employment opportunities for all students.
• Establish a systemwide tuition-free program for low-income families.
ACTIONGOAL 1
Commitment 5: Fiscal Stewardship
DRAFTAlign revenue with forward-thinking mission fulfillment.
• Establish leading-edge tuition and pricing model.
• Define and establish an administrative cost benchmark.
• Identify and maximize non-state support, including new revenue opportunities aligned to institutional goals.
ACTIONGOAL 2
Commitment 5: Fiscal Stewardship
DRAFTBuild comprehensive long-range capital facilities and land-holding strategies to drive strategic growth.
• Establish new long-term physical master plan for each campus that serves our community and is updated regularly.
• Advance innovative financing to support long term strategic objectives.
• Establish land retention, acquisition, and use strategy.
ACTIONGOAL 3
Commitment 5: Fiscal Stewardship
DRAFTRe-envision risk management and safety.
• Improve risk management through innovative technology and processes.
• Assess and improve campus safety protocols and organizational structure.
• Engage in continuous improvement practices to promote efficiency in all aspects of operations.
ACTIONGOAL 4
Commitment 5: Fiscal Stewardship
DRAFT